Good Times Restaurants Inc. (GTIM): Analyse SWOT [Jan-2025 Mise à jour]

Dans le monde dynamique des marques de restaurants, Good Times Restaurants Inc. (GTIM) se tient à un moment critique, naviguant dans le paysage complexe des repas décontractés avec son portefeuille unique de Deux concepts de restaurants distincts. Cette analyse SWOT complète révèle le positionnement stratégique, les défis et les trajectoires de croissance potentielles pour une entreprise déterminée à tailler son créneau sur les marchés compétitifs des restaurants Rocky Mountain et Southwest. Des offres de menu innovantes aux opportunités d'expansion stratégiques, le parcours de GTIM offre un aperçu fascinant de la résilience et de la pensée stratégique requise pour prospérer dans l'industrie de la restauration en constante évolution d'aujourd'hui.

Good Times Restaurants Inc. (GTIM) - Analyse SWOT: Forces

Portfolio de restaurants multibrands

Good Times Restaurants Inc. exploite deux marques de restaurants distinctifs:

• Bons moments hamburgers & Crème anglaise surgelée
• Bad Daddy's Burger Bar

Présence du marché régional

Couverture géographique: Concentré dans les régions Rocky Mountain et Southwest

• États principaux: Colorado, Utah, Caroline du Nord, Caroline du Sud
• Positionnement stratégique du marché sur les marchés régionaux en croissance

Flexibilité du modèle d'entreprise

Innovation de menu

Propositions de vente uniques:

• Concepts de hamburger artisanal
• Spécialités de crème anglaise surgelée
• Focus d'ingrédient d'origine locale

Expertise en gestion

Good Times Restaurants Inc. (GTIM) - Analyse SWOT: faiblesses

Empreinte géographique limitée

En 2024, Good Times Restaurants Inc. maintient un Présence concentrée principalement au Colorado, avec un nombre limité d'emplacements de restaurants. L'entreprise exploite:

Capitalisation boursière relativement petite

Les mesures financières en janvier 2024 indiquent:

• Capitalisation boursière: 16,7 millions de dollars
• Revenu annuel: 54,3 millions de dollars
• Actif total: 22,1 millions de dollars

Vulnérabilité à la hausse des coûts

Les défis des coûts comprennent:

Paysage compétitif

Pressions compétitives dans le segment de restauration décontractée inclure:

• Haute saturation dans le burger et le marché de la restauration décontractée
• Présence de grandes chaînes nationales avec une part de marché importante
• Émergence continue de nouveaux concepts de restaurants

Défis de mise à l'échelle

Les contraintes d'expansion des entreprises comprennent:

• Ressources financières limitées pour une expansion rapide
• Franchisée complexe et nouveaux processus de développement de localisation
• Limitations régionales de reconnaissance de la marque

Good Times Restaurants Inc. (GTIM) - Analyse SWOT: Opportunités

Potentiel d'expansion de la franchise sur les nouveaux marchés géographiques

En 2024, Good Times Restaurants Inc. compte 36 emplacements au total des restaurants, principalement concentrés dans le Colorado et l'Utah. La société a le potentiel de se développer sur les marchés adjacents avec des profils démographiques similaires.

Demande croissante des consommateurs d'expériences de hamburger haut de gamme et de restauration décontractée

Le marché des hamburger premium devrait croître à un TCAC de 5,2% entre 2023-2028. Les restaurants du bon temps peuvent capitaliser sur cette tendance grâce à ses offres de hamburger spécialisées.

• Prix ​​moyen du burger premium: 12,50 $
• Volonté des consommateurs de payer les ingrédients de haute qualité: 68%
• Taux de croissance du segment de hamburger artisanal: 4,7% par an

Possibilité d'améliorations de services de commande et de livraison numériques

Les plateformes de commande numérique représentent une opportunité de croissance importante pour les bons restaurants de temps.

Potentiel d'innovation et d'adaptation du menu

Les préférences des consommateurs continuent de se déplacer vers des options de menu plus saines et plus diverses.

• Éléments de menu des protéines à base de plantes Demande de 37% depuis 2022
• Intérêt d'option sans gluten: 28% des clients
• Préférence d'approvisionnement local des ingrédients: 62% des consommateurs

Possibilité de tirer parti de la technologie pour une expérience client améliorée

L'intégration technologique peut améliorer l'engagement des clients et l'efficacité opérationnelle.

Good Times Restaurants Inc. (GTIM) - Analyse SWOT: menaces

Concurrence intense dans l'industrie de la restauration

Le paysage concurrentiel de l'industrie de la restauration montre des défis importants:

Incertitudes économiques et impacts de récession

Les indicateurs économiques révèlent des défis de restauration importants:

• Disponsion des dépenses discrétionnaires des consommateurs: 6,2% en 2023
• Réduction du trafic des restaurants: 4,8% d'une année à l'autre
• Réduction moyenne des dépenses des consommateurs: 12,50 $ par occasion de restauration

En hausse des coûts d'ingrédient et d'exploitation

Défis du marché du travail

La dynamique du marché du travail présente des pressions de main-d'œuvre importantes:

• Augmentation du salaire minimum: 7,2% à l'échelle nationale
• Taux de rotation des employés du restaurant: 74,9%
• Salaire horaire moyen pour les travailleurs de la restauration: 15,37 $

Risques de perturbation de la chaîne d'approvisionnement

Les vulnérabilités de la chaîne d'approvisionnement comprennent:

Good Times Restaurants Inc. (GTIM) - SWOT Analysis: Opportunities

You're looking for where Good Times Restaurants Inc. (GTIM) can truly drive shareholder value, and the answer is simple: shift the capital-intensive Bad Daddy's Burger Bar model to a capital-light one, and use menu engineering to stabilize the volatile check average. The company has the unit economics; it just needs to change the funding mechanism and perfect its labor tech rollout.

Accelerate Bad Daddy's franchising to reduce capital expenditure on expansion

The biggest opportunity is to pivot Bad Daddy's Burger Bar back to a serious franchising model. Right now, GTIM is doing the heavy lifting, which ties up cash. For context, the estimated initial investment for a single Bad Daddy's unit is between $590,000 and $1,382,000. Here's the quick math: if GTIM were to franchise just five units in fiscal year 2025 instead of owning them, it would save roughly $4.93 million in capital expenditure (using the midpoint investment of $986,000 per unit). That cash could be used for share repurchases or debt reduction.

Plus, a robust franchise model creates a predictable, high-margin revenue stream from royalty and ad fees. This is defintely a more scalable path.

Menu innovation at Bad Daddy's to drive check average and defend the premium positioning

Bad Daddy's is a premium brand, but it's competing in a casual dining segment where value is king, which is why Same-Store Sales (SSS) have been volatile, dropping 3.7% in Q2 2025. The opportunity is to use menu innovation (new items and pricing) to manage both traffic and check size. The introduction of limited-time Smash burgers, starting at $8.50, is smart because it brings in a value-conscious customer without cheapening the core gourmet offering.

The real win is leveraging the full bar and chef-driven items to push the average check (which was around $16.00 in 2015). The Q3 2025 results showed a 4.7% menu price increase helped margins, so the next step is to use high-margin, limited-time offers (LTOs) to layer on top of that base price increase.

• Feature high-margin bar items: Specialty cocktails and craft beer pairings boost the total check.
• Expand premium LTOs: Introduce a new $18-$20 gourmet burger LTO every quarter to test pricing elasticity at the high end.
• Use the $52,555 average weekly sales (Q3 2024) as the baseline to model a 3-5% check average increase solely from LTOs.

Strategic expansion into adjacent, high-growth US markets outside the current 40 locations

Bad Daddy's is currently concentrated in seven states, primarily in the Southeast and Colorado. The concept's small-box, full-service model with high sales per square foot makes it portable. The opportunity is to target adjacent, high-growth markets that share a similar demographic profile to their successful North Carolina and Georgia locations, but where competition is less saturated than in major coastal hubs.

A strategic, measured expansion-aiming for the announced 5-7 new units annually across both brands-should focus on markets with strong population growth and favorable real estate costs for their 3,300-3,600 sq. ft. footprint. These markets offer a lower cost of entry than established major metros.

• Target Florida's I-4 Corridor: High population growth and a strong casual dining culture.
• Look at Texas' secondary cities: Focus on Austin or San Antonio, not just Dallas/Houston.
• Move into Mid-Atlantic states: Virginia or Maryland offer a bridge market between the Carolinas and the Northeast.

Implement tech-driven labor scheduling to offset rising wage pressure

Labor costs are a persistent issue, even though Bad Daddy's managed to reduce them by 40 basis points to 34.3% of sales in Q2 2025, largely through efficiency and menu pricing. The key is to lock in those gains using technology, not just by cutting manager incentive pay.

The ongoing rollout of the new point-of-sale (POS) system is the perfect vehicle for this. A modern POS system, like the one being installed, is a data engine. The opportunity lies in using its advanced scheduling and forecasting tools to minimize non-productive labor hours (labor creep).

This means moving beyond basic clock-in/out functionality to predictive scheduling based on sales forecasts and guest traffic patterns. This helps offset the external pressure of rising minimum wages without sacrificing guest experience.

• Integrate POS data: Use the new system's data to forecast labor needs in 15-minute increments, not just hourly.
• Pilot digital ordering kiosks: Introduce automation in high-volume, quick-service Good Times locations first, then assess if a limited version can reduce front-of-house labor needs at Bad Daddy's.
• Reduce turnover: Use the improved employee experience from the new, intuitive POS to lower the high restaurant sector turnover rate, which is currently around 70% annually.

Good Times Restaurants Inc. (GTIM) - SWOT Analysis: Threats

You're looking at a classic small-cap restaurant dilemma: the market is growing, but your margins are shrinking, and the competition is huge. The biggest threats to Good Times Restaurants Inc. (GTIM) in the 2025 fiscal year are the macro-economic squeeze on your operating costs and the relentless pressure from larger, better-capitalized fast-casual chains.

Persistent food and labor inflation eroding already thin restaurant operating margins

The cost of keeping the lights on and the grills hot is the single most immediate threat to profitability. We're seeing a significant divergence in performance between your two brands, with Good Times Burgers & Frozen Custard taking the brunt of the cost increases. For the third fiscal quarter of 2025 (Q3 FY2025), the labor and food inflation hit Good Times hard, driving the restaurant-level operating profit margin down to just 11.2%, a drop of 530 basis points (bps) year-over-year.

The core issue is that you're facing high-single-digit cost inflation on key inputs like ground beef and labor, but you can't raise menu prices enough to compensate without killing demand. For Good Times, payroll and benefits costs climbed to 34.2% of sales in Q3 FY2025, up from 32.7% in the prior year quarter, plus labor costs rose 150 bps year-over-year due to wage inflation and sales deleveraging. The Bad Daddy's Burger Bar concept managed to hold its own with a steady restaurant-level margin of 14.4%, but even that is a thin cushion when ground beef prices are still elevated.

Economic slowdown impacting discretionary spending on casual dining (Bad Daddy's)

The consumer is defintely feeling the pinch, and that's hitting the more discretionary, higher-ticket Bad Daddy's concept. You're seeing value-oriented consumers trade down or simply eat out less. The proof is in the comparable sales numbers, which are a clear signal of this pressure. In Q3 FY2025, same-store sales for Bad Daddy's declined by 1.4%, while Good Times, which is more of a quick-service, lower-price point concept, saw a steeper drop of 9.0%.

This sales pressure is directly linked to competitor discounting and a general consumer shift toward lower-priced alternatives. When the economy slows, a $15-$20 casual dining meal at Bad Daddy's is one of the first things a family cuts from their budget. Your management has noted this pressure from 'value-oriented consumers,' which means you're fighting a price war you're not structured to win against the giants.

Increased interest rates making debt-funded expansion prohibitively expensive

Your balance sheet is relatively clean, but the high-rate environment is a massive headwind for any growth plans. As of Q3 FY2025, you had $2.3 million in long-term debt and $3.1 million in cash, which is a manageable debt load. But the threat isn't the current debt; it's the cost of new capital needed for the remodels and new unit expansion that drives long-term value.

The US Bank Prime Loan Rate is sitting at 7.00% as of November 2025. Any new credit facility or significant term loan would be priced well above that. This reality is why management has already paused its share repurchase program and is redirecting cash flow toward debt repayment and cash accumulation. Simply put, the cost of capital is too high right now to justify aggressive, debt-funded expansion, which severely limits your ability to scale and compete.

Intense competition from larger, better-capitalized fast-casual burger concepts

You're operating in a massive and rapidly growing market, but you're a small fish in a very big pond. The global fast-casual market is valued at $144.8 billion in 2024 and is projected to grow at a 7.4% Compound Annual Growth Rate (CAGR) through 2030. That growth attracts enormous, well-funded players.

Your competition includes chains with national scale and deep pockets for marketing and technology, like Shake Shack, alongside other major fast-casual players like Chipotle Mexican Grill and Panera Bread. These competitors have the scale to absorb commodity cost increases, invest heavily in digital ordering platforms, and aggressively discount to steal your market share, which is exactly what your management pointed to as a cause of same-store sales pressure.

• Absorb commodity spikes better than GTIM's thin 11.2%-14.4% margins.
• Outspend GTIM on advertising and digital platforms.
• Offer deeper, more sustained discounting to attract value-oriented customers.

The competitive threat is not just about burgers; it's about capital and scale. You're fighting a financial war, not just a food war.

Next Action: Operations: Conduct a zero-based review of all non-food operating expenses at Good Times locations to identify a minimum of 200 bps in permanent cost savings by the end of Q4 FY2025.